Purpose: The purpose of this study is to describe the construction of leadership through authentic dialogues at work and leaders' actions as contributors to dialogic leadership. Design/methodology/approach: The authors collected the data by recording the organisation's meetings and discussions and used content analysis of dialogic leadership and typifying of critical moments as analytical methods. Findings: On the basis of the findings, this paper suggests that dialogic leadership begins with a startup critical moment and progresses through the different positions by manager and employees through democratic interaction. Individual and collective level learning of participants and the formation of new knowledge were used in decision- or conclusion-making. The manager promoted the construction of dialogic leadership in conversation by creating important critical moments, which enabled a dialogue to start or contributed to already ongoing dialogue. Originality/value: The study proposes concrete actions that can be applied in working life. This study provides a new understanding of the leader's activities in promoting dialogue.

中文翻译：

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芬兰IT组织中对话领导层的时刻

目的：本研究的目的是通过在工作中进行真诚的对话以及领导对话的贡献者的行为来描述领导力的建设。设计/方法/方法：作者通过记录组织的会议和讨论来收集数据，并使用对话领导的内容分析和关键时刻的代表作为分析方法。调查结果：根据调查结果，本文建议对话式领导始于启动关键时刻，然后经理和员工通过民主互动在不同职位上取得进步。参与者的个人和集体学习以及新知识的形成被用于决策或结论制定。经理通过创建重要的关键时刻来促进对话中对话领导能力的构建，从而使对话开始或对已经进行的对话有所贡献。原创性/价值：该研究提出了可应用于工作生活的具体行动。这项研究使人们对领导人促进对话的活动有了新的认识。